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How Agile Are We - an Executive Dashboard

Workshop session in the Enterprise Agility Europe 2019 on June 11 in Bilbao
Designed by Shuman Ip
Facilitated by Shuman Ip

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How Agile Are We - an Executive Dashboard

  1. 1. Enterprise Agility Europe 2019 How “Agile” Are We? June 11, 2019
  2. 2. Who am I
  3. 3. Shuman Ip @ LoyaltyOne (Canada) KMP, ESP Associate Director, Agility and Lean & Services Delivery Manager Past Experience: - Agile Coach - Scrum Master - Product Owner - Developer - Software Test Engineer
  4. 4. Agenda • Business Agility • Measure How “Agile” • Metrics 1 • Metrics 2 • Metrics 3
  5. 5. Business Agility
  6. 6. Question: How Agile are our businesses? 1. How important is Agility to the business? 2. How Agile is your business currently?
  7. 7. How Agile are our businesses per Deloitte and McKinsey? More than 90% of senior executives give high priority to becoming agile While less than 10% see their firm as currently highly agile Sources: https://www.forbes.com/sites/stevedenning/2019/05/23/understanding-fake-agile/amp/?fbclid=IwAR3Dzi69RuBNNopaR5qEcCgldaL0W9PjiqTvZogT2gUZAhO0tSfiOVossVE https://www.mckinsey.com/business-functions/organization/our-insights/how-to-create-an-agile-organization https://www2.deloitte.com/content/dam/Deloitte/lu/Documents/human-capital/lu-hc-2017-global-human-capital-trends-gx.pdf
  8. 8. What does it mean to be Agile as a Business? Business Agility is the ability of an organization to rapidly adapt to market and environmental changes
  9. 9. What are the indicators for Agility? Team Outputs?
  10. 10. What are the criteria for the appropriate indicators for Agility? 1. Customer Lens
  11. 11. What are the criteria for the appropriate indicators for Agility? 1. Customer Lens 2. Measure End-to-End Service Delivery
  12. 12. What are the criteria for the appropriate indicators for Agility? 1. Customer Lens 2. Measure End-to-End Service Delivery 3. Different Services have Different Agility Expectations and Capability
  13. 13. Measuring How “Agile Are We
  14. 14. Exercise: Different Group has different identity
  15. 15. Feature: Fitness CriteriaWhich service are we inspecting? There is no one size fit all expectations and delivery capability Each service has a different service level expectation and their respective delivery capability
  16. 16. Feature: Fitness CriteriaWho is our customer for this service? In case you don’t know who your customer is… Identify the group who is yelling the loudest and fastest when the delivery of a service is not up to expectation
  17. 17. Feature: Fitness Criteria3 Metrics for Service Delivery Agility 1. Replenishment Frequency 2. Release Frequency 3. Lead Time
  18. 18. Replenishment Frequency
  19. 19. Feature: Fitness CriteriaReplenishment Frequency Replenishment happens when the delivery system pulls in customer request(s) as commitment(s) Yearly Quarterly Monthly Weekly Daily Hourly Replenishment Frequency
  20. 20. Payment (Commit to fulfill Request) Replenishment Moonbucks Coffee Queue (Optional)
  21. 21. Feature: Fitness CriteriaReplenishment Frequency Yearly Quarterly Monthly Weekly Daily Hourly Replenishment Frequency Replenishment vs. Business Agility It shows how often we can adapt to changes introduced by our customers Agile does not mean delivering faster, it means adapting to changes quick enough
  22. 22. Feature: Fitness CriteriaReplenishment Frequency How often do customers expect us to react (take in their request of this particular work item type)? Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency
  23. 23. Feature: Fitness CriteriaReplenishment Frequency Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency How often do we currently take in customer request of this particular work item type?
  24. 24. Feature: Fitness CriteriaReplenishment Frequency Replenishment Frequency can signal the customers to prepare for their request in a ready-to- consume state Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency
  25. 25. Feature: Fitness CriteriaLoyaltyOne Replenishment Example – Feature Work
  26. 26. Feature: Fitness CriteriaLoyaltyOne Replenishment Example – Feature Work Category Notes Goal Setting (What) XX% of Enrollment from Digital Channels Strategic Objective (Why) Validate hypothesis: Our potential POS customer-base is moving towards Digital Workflow See attached for current paper-based workflow and ideal digital workflow Business Scope Trim Divided Feature into 3 Phases Business Dependencies Client Services, Partner, Marketing Analytics User flow (look into drop off) Enrollment Location (for future campaign) Technical Feasibility Yes Effort (hrs, days, wks, mths) Days Technical Dependencies Front End tweaks Technical Scope Trim N/A
  27. 27. Feature: Fitness CriteriaLoyaltyOne Replenishment Example – Feature Work With an established Replenishment Cadence, customers know when to get the Feature Request form filled Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency
  28. 28. Feature: Fitness CriteriaExercise: Replenishment Frequency Avg. Replenishment Rate = Number of Days Number of Replenishment Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency What is the expected and current Replenishment Frequency of your system?
  29. 29. Feature: Fitness CriteriaReplenishment Frequency Replenishment vs. Business Agility It shows how often we can adapt to changes introduced by our customers Agile does not mean delivering faster, it means adapting to changes quick enough Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency
  30. 30. Feature: Fitness Criteria3 Metrics for Service Delivery Agility 1. Replenishment Frequency 2. Release Frequency 3. Lead Time
  31. 31. Release Frequency
  32. 32. Feature: Fitness CriteriaRelease Frequency Release happens when the customer has received the service (product) as requested Yearly Quarterly Monthly Weekly Daily Hourly Release Frequency
  33. 33. Moonbucks Coffee Medium Diablo Coffee for David & Two Small Angel Coffees for Ann Yep I am David. Thanks! Oh I am Ann. Coming now Coffee is Made Customer has not received Coffee Received (Outcome realized) Release
  34. 34. Feature: Fitness CriteriaRelease Frequency Yearly Quarterly Monthly Weekly Daily Hourly Release Frequency Release vs. Business Agility? It shows how often stakeholders need to do release-related tasks, and It shows how often customer can adapt to changes introduced by us Collaborate with Customer to achieve outcomes instead of pushing outputs to Customer
  35. 35. Feature: Fitness CriteriaRelease Frequency How often do customers expect to receive fulfilled requests of this particular work item type from us? Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency
  36. 36. Feature: Fitness CriteriaRelease Frequency How often do we currently deliver completed request(s) of this particular work item type to customers? Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency
  37. 37. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work Release Frequency can signal customer and stakeholders to prepare for release-related tasks Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency
  38. 38. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work
  39. 39. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work Release Tasks Customer Internal Stakeholders Deploy to Production √ (Ops) Communication √ √ (Internal, Exec) Training √ √ User Acceptance Test √ √ (User Research) Add to Starter Kit √ (Dev)
  40. 40. Feature: Fitness CriteriaExercise: Release Frequency What is the expected and current Release Frequency of your system? Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency Avg. Release Rate = Number of Days Number of Release
  41. 41. Feature: Fitness CriteriaRelease Frequency Release vs. Business Agility? It shows how often stakeholders need to do release-related tasks, and It shows how often customer can adapt to changes introduced by us Collaborate with Customer to achieve outcomes instead of pushing outputs to Customer Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency
  42. 42. Feature: Fitness CriteriaReplenishment and Release Frequencies Replenishment and Release have Transaction Costs Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency
  43. 43. Feature: Fitness Criteria3 Metrics for Service Delivery Agility 1. Replenishment Frequency 2. Release Frequency 3. Lead Time
  44. 44. Lead Time
  45. 45. Feature: Fitness CriteriaLead Time Lead Time is the elapsed time between Replenishment and Release Slow Fast How fast? Low High How Predictable?
  46. 46. Payment (Commit to fulfill Request) Replenishment Moonbucks Coffee Coffee Received (Outcome realized) Release Lead Time How much sugar/ milk? Which coffee bean?
  47. 47. Feature: Fitness CriteriaLead Time Lead Time is not a mere number, it is a Probabilistic Distribution Slow Fast How fast? Low High How Predictable?
  48. 48. Feature: Fitness CriteriaLead Time Slow Fast How fast? Low High How Predictable? Lead Time vs. Business Agility It answers the question “when will this be done?” based on historical data • End-to-end delivery • Customer-recognizable service
  49. 49. Feature: Fitness CriteriaLead Time Slow Fast How fast? 90 Days Low High How Predictable? 75% How fast do customers expect our delivery to be? How predictable do customers expect our delivery to be? E.g. Customer expects 90 Days delivery 75% of the time
  50. 50. Feature: Fitness CriteriaLead Time How fast is our current delivery to customers’ expected confidence level? How predictable is our current delivery to customers’ expected duration? E.g. We deliver to 90 days 57% of the time We deliver to 106 days 75% of the time Slow Fast How fast? 90 Days 106 Low High How Predictable? 75% 57%
  51. 51. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work Knowing the Lead Time allows customer to select the appropriate class of service for each work item Slow Fast How fast? 90 Days 85 Low High How Predictable? 75%82% 1 0 1 1 0 0 4 1 1 0 1 0 0 0 0 0 0 1 1 0 14 22 30 38 46 54 62 70 78 86 94 102 110 118 126 134 142 150 158 166 Itemcount(higherequalsmoreoften) Cycle time value (calendar days from start to complete)
  52. 52. Feature: Fitness CriteriaLoyaltyOne Release Example – Feature Work p actual estimated rounded days 5% 21 30.730 31 10% 27 38.397 38 15% 33 43.908 44 20% 43 48.434 48 25% 56 52.396 52 30% 56 56.000 56 35% 56 59.369 59 40% 58 62.584 63 45% 59 65.706 66 50% 60 68.783 69 55% 63 71.862 72 60% 67 74.988 75 65% 74 78.213 78 70% 82 81.600 82 75% 90 85.240 85 80% 123 89.269 89 85% 147 93.930 94 90% 152 99.732 100 95% 160 108.194 108 100% 170 170.000 170 Slow Fast How fast? 90 Days 85 Low High How Predictable? 75%82%
  53. 53. Feature: Fitness CriteriaExercise: Lead Time What is the expected and current lead time of your system? Low High How Predictable? 75% Slow Fast How fast? 6 Days
  54. 54. Feature: Fitness CriteriaExercise: Lead Time What is the expected and current lead time of your system? 1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration) Low High How Predictable? 75% 1 2 3 4 5 6 7 8 9 10 11 12 … Lead Time (Days) Slow Fast How fast? 6 Days
  55. 55. Feature: Fitness CriteriaExercise: Lead Time Based on our historical data: 0% chance we can deliver in less than 3 days 100% chance we can deliver within 12 days 1 2 3 4 5 6 7 8 9 10 11 12 … Lead Time (Days)
  56. 56. Feature: Fitness CriteriaExercise: Lead Time What is the expected and current lead time of your system? 1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration) Low High How Predictable? 75% Slow Fast How fast? 6 Days 1 2 3 4 5 6 7 8 9 10 11 12 … Lead Time (Days)
  57. 57. Feature: Fitness CriteriaExercise: Lead Time What is the expected and current lead time of your system? 1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration) 2. Calculate Lead Time Duration per customer’s expected predictability (e.g. 75%) Slow Fast How fast? 6 Days Low High How Predictable? 75% 8.5 1 2 3 4 5 6 7 8 9 10 11 12 … Lead Time (Days)
  58. 58. Feature: Fitness CriteriaExercise: Lead Time What is the expected and current lead time of your system? 1. Histogram (X-axis = Range of duration; Y-axis = # of work done in a particular duration) 2. Calculate Lead Time Duration per customer’s expected Predictability (e.g. 75%) 3. Calculate Lead Time Predictability per customer’s expected Duration (e.g. 6 Days) Slow Fast How fast? 6 Days Low High How Predictable? 75% 8.5 65% 1 2 3 4 5 6 7 8 9 10 11 12 … Lead Time (Days)
  59. 59. Feature: Fitness CriteriaExercise: Lead Time What is the expected and current lead time of your system? 1. Troy Magennis’s http://focusedobjective.com/free-tools-resources/ 2. Excel: =PERCENTILE.INC(array, desired percentile) 3. Excel: =PERCENTRANK.INC(array, desired duration) Slow Fast How fast? 6 Days Low High How Predictable? 75% 8.5 65% 1 2 3 4 5 6 7 8 9 10 11 12 … Lead Time (Days)
  60. 60. Feature: Fitness CriteriaLead Time Lead Time vs. Business Agility It answers the question “when will this be done?” based on historical data • End-to-end delivery • Customer-recognizable service Slow Fast How fast? 90 Days 85 Low High How Predictable? 75%82%
  61. 61. Feature: Fitness CriteriaHow “Agile” is our Cost-Saving Feature Service in LoyaltyOne? Slow Fast How fast? 90 Days 85 Low High How Predictable? 75%82% Go-to-market Strategies Current State Yearly Quarterly Monthly Weekly Daily Hourly Monthly Release Frequency Yearly Quarterly Monthly Weekly Daily Hourly Monthly Replenishment Frequency
  62. 62. Feature: Fitness CriteriaWhen do we use the Service Delivery Dashboard? Customer Meetings Service Delivery Review Operations Review Improvement Initiatives… etc.
  63. 63. Service Delivery Agility
  64. 64. Feature: Fitness CriteriaPresentation: What does your dashboard say? Can you guess the identity of your system?
  65. 65. What are the criteria for the appropriate indicators for Agility? 1. Unit of measure is “customer recognizable” 2. Represent the capability of an End-to-End delivery pipeline 3. One dashboard per service

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